Chapter-6.pdf - 6 Institutional Strengthening 6.1 HR...

This preview shows page 1 - 3 out of 8 pages.

49 6 Institutional Strengthening 6.1 HR Developments The HR function in SBP is institutionalized with a long term vision of having a well qualified and trained human resource base to enable the organization to achieve its strategic objectives. Under the SBP vision 2020, a comprehensive roadmap to achieve the institutional objectives was developed by strengthening strategic partnerships with line departments across the Bank; reorganization of business functions for improved efficiency, realignment of HR policies with changing organizational needs, reviewing job descriptions of each position, revitalizing training function to improve skills mix in line with vision 2020. HR Profile Grade-wise comparison of headcount in FY16 and FY15 is given in Table 6.1. The change in grade-wise composition of working strength is mainly due to absorption of employees in SBP BSC under its Absorption Policy; these employees were already working on deputation with SBP BSC. The work force has over 10 percent female representation, which is improving gradually and is indicative of positive gender diversity in the work force. The Employee turnover was recorded at 11 percent which was mainly due to resignations under Absorption policy of SBP BSC. Reorganization In line with strategic objectives of the bank, a new department namely Financial Stability Department was created, whereas Information Systems & Technology Department was bifurcated into three separate departments based on their distinct functions and responsibilities. Bifurcated departments include Information Systems Department (ISD), Information Technology Department (ITD) and IT Strategy & Project Management Department. Realignment of HR Policies In line with strategic objectives a comprehensive review of HR Policies was initiated last year wherein eleven policies were revised. In FY16, continuing with the same intent of making policies more dynamic, five policies i.e. Leave policy, Deputation/secondment policy, reward & Recognition policy, performance improvement & separation policy and internship policy were reviewed and updated to bring them in conformity with the overall direction and approach of the HR policies. HR Automation Initiatives To improve service delivery and bring transparency, various HR operations were automated with active cooperation of IT team. Towards this end, following high impact HR processes were automated through self service kiosks and web-enabled HR administration: Biometric Access Control and E-attendance System (BACES): BACES was formally launched during the year to ensure that only the authorized persons have access to the Bank’s buildings and premises, and replace manual attendance system with biometric and e-attendance system. It has been Table 6.1: HR Profile of State Bank of Pakistan Grade FY 2016 FY 2015 Governor/DG 3 3 OG-8 12 11 OG-7 37 41 OG-6 51 55 OG-5 108 95 OG-4 218 255 OG-3 272 320 OG-2 298 279 OG-1 70 96 Support Staff 114 123 Contractual Employees 7 2 Total 1,190 1,280
State Bank of Pakistan Annual Report FY16 50

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture